American multinational company that designs,
sells, and develops various computer-based
HQ is in Cupertino, California, USA
Founded in 1976 to develop and sell personal
computers by Ronald Wayne, Steve Wozniak
and the late Steve Jobs. It was called Apple
Computers, Inc. (Jan 1977-Apple Inc.)
Is the world’s second largest mobile phone
manufacturer (Samsung is the largest)
STEVE JOBS (Feb 24th, 1955- October 5th, 2011)
Steven Paul Jobs was born to Abdulfattah Jandali and Joanne
Schieble in San Francisco, and adopted by Paul and Clara Jobs
of Bay Area. Being an educated, awkward adolescent who
endured constant bullying forced his parents to move into a
three-bedroom home in Cupertino, California; this home would
later be classified as a historic site after Jobs invented the first
Apple product - the Apple Computer. He attended Homestead
High School, then Reed College, where he dropped out after 6
months and took 18 months worth of classes. A specific
calligraphy class peaked his interest in typography. He and
Wozniak started Apple Computer company in 1976, and the
rest is history.
Before his death, Steve was the co-founder, chairman, and CEO
of Apple Inc., primary investor and CEO of Pixar, and a board
member of the Walt Disney company apple inc.
HUMAN RESOURCES (HR) DEFINED
(businessdictionary.com) “The division of a company that is
focused on activities relating to employees” (recruiting,
hiring, orientation, training, benefits)
Looks to maximize organizational productivity and
individual need satisfaction
Highlights the potential contributions employee ideas can
make to organizational functioning
plays an important role in helping companies deal with a
fast-changing environment and greater demands for
Maslow Hierarchy of Needs
Theory of motivation: people fulfill
their needs from the bottom first,
HR IS REQUIRED TO….
1. Effectively manage and utilize people
2. Tie performance appraisal and compensation to
3. Develop competencies that enhance individual
and organizational performance
4. Increasing the innovation, creativity and flexibility
necessary to enhance competitiveness
5. Applynew approaches to work process design,
succession planning, career development and
6. Manage the implementation and integration of
technology through improved staffing, training and
communication with employees
Apple Inc.’s Vision Statement
CEO Tim Cook stated: “We believe that we are on the face of the earth to make great
products and that’s not changing. We are constantly focusing on innovating. We believe in
the simple not the complex. We believe that we need to own and control the primary
technologies behind the products that we make, and participate only in markets where we
can make a significant contribution. We believe in saying no to thousands of projects, so
that we can really focus on the few that are truly important and meaningful to us. We
believe in deep collaboration and cross-pollination of our groups, which allow us to
innovate in a way that others cannot. And frankly, we don’t settle for anything less than
excellence in every group in the company, and we have the self- honesty to admit when
we’re wrong and the courage to change. And I think regardless of who is in what job those
values are so embedded in this company that Apple will do extremely well.”
In Maslow’s pyramid, physiological needs are listed as the most important category.
Humans need food, water, sleep, air, and shelter. These are metabolic requirements of
human survival; without them we will die.
According to Katherine Miller’s “Organizational Communication” book, in the
organizational context, these needs can be most clearly satisfied through the provision
of a “living wage” that allows individuals to buy adequate food and clothing and
through physical working conditions that do not violate the physical requirements of
the human body. (The company should make workers feel comfortable and secure).
If these are met, employees will focus more on fulfilling the other areas of the pyramid.
An overview of Apple’s salary wages and benefits on glassdoor.com has shown the
Specialist: $14.93 per hr
Mac Specialist (Apple Store): $13.34 per hr
Software Engineer: $122,096 annually
1. Health, dental, vision, life, disability, supplemental life, accidental death & dismemberment insurance
2. Retirement, Equity incentive, and 401K plans
The internal culture of Apple, Inc. may takes style of
secrecy, but the culture on the inside shows much
openness for the employees there. Past employees
have stated that since Jobs made it very clear that
“what happens in NeXT, stays in NeXT”, they had felt
a dedication to their work and fellow employees.
They were used to working on projects 24/7 and not
even speaking on it outside of the Apple doors until
an official announcement had been made. Loyalty to
the company is key. Apple encourages teamwork and
work is “peer-vetted” in groups for feedback.
Comfortability in the workplace
Apple’s headquarters is basically a college campus. With a huge building surrounding a
central Quad with freshly cut grass, paved sidewalks, and plenty of places to buy delicious
food (although it’s a little expensive) in the cafeteria. Mexican, sushi, build-your-own-
sandwich cafes and many other options keep the cafe live and well every day. Chefs even
wear proper attire for cooking, such as a white smock with black apple hats.
The second section up from the bottom of the pyramid has to do with safety and
security. Once an employee’s physiological needs are met, they need 1. Assurance
of safety, so it can dominate their behavior, and 2. Assurance of job security,
protection of benefits, insurance accounts, and from unilateral authority. This need
can also be satisfied through wages that “allow employees to procure shelter
against the elements and through working conditions that are protective and
healthy” (Miller, K. Organizational Communication: Approaches and Processes, p. 41)
Needs included in this category:
Personal security, financial security, health and well-being, and a safety net against
accidents/illness and their impacts
Apple strongly believes that building a
better world starts with their
employees. To make it easier to
manage their health, Apple employees
were given Apple Watches. It has
become an ideal device to their
wellness priorities.It encourages
healthy, active behavior with apps such
as Virgin Pulse, Lose It!, and Vitality to
help them upkeep their health.
Apple's "wellness center" is a medical one-stop-shop located in a
striking new building at Apple's Cupertino, Calif.-based
headquarters. The head of HR says 43,000 employees have
already visited the center, which opened about a year ago and
employs seven doctors plus a large team of chiropractors,
physical therapists and dieticians. In true Apple style, simplicity
and sleek design reigns at the company's wellness center. Doctors
work out of a central "pod" in the middle of the building,
surrounded by a circle of examination rooms, which they enter
through a different door than their patients. Inside, the
paperless, minimalistic exam rooms hold a small table with an
iPad and Mac (what else?). There is a coat closet for employees to
hang their belonging--as an added bonus, each closet comes
equipped with an iPhone charger. No specimens or bulky
equipment are to be seen, and the average wait time for an
appointment is no more than five minutes (in fact, the "wait"
room is actually just called "reception".)
Apple’s Code of Conduct
“Apple is committed to the highest standards of social and environmental
responsibility and ethical conduct. Apple’s suppliers are required to provide safe
working conditions, treat workers with dignity and respect, act fairly and ethically, and
use environmentally responsible practices wherever they make products or perform
services for Apple. Apple requires its suppliers to operate in accordance with the
principles in this Apple Supplier Code of Conduct (“Code”) and in full compliance with
all applicable laws and regulations. This Code goes beyond mere compliance with the
law by drawing upon internationally recognized standards to advance social and
environmental responsibility. When differences arise between standards and legal
requirements, the stricter standard shall apply, in compliance with applicable law. This
Code outlines Apple’s expectations for Supplier conduct regarding labor and human
rights, health and safety, environmental protection, ethics, and management
Labor and Human Rights Apple believes all workers in our supply chain deserve a fair and ethical workplace. Workers must be
treated with the utmost dignity and respect, and Apple suppliers shall uphold the highest standards of human rights.
Anti-Discrimination Supplier shall not discriminate against any worker based on age, disability, ethnicity, gender, marital status,
national origin, political affiliation, race, religion, sexual orientation, gender identity, union membership, or any other status
protected by applicable national or local law, in hiring and other employment practices. Supplier shall not require pregnancy or
medical tests, except where required by applicable laws or regulations or prudent for workplace safety, and shall not improperly
discriminate based on test results.
Anti-Harassment and Abuse Supplier shall commit to a workplace free of harassment and abuse. Supplier shall not threaten
workers with, or subject them to, harsh or inhumane treatment, including but not limited to verbal abuse and harassment,
psychological harassment, mental and physical coercion, and sexual harassment.
Prevention of Involuntary Labor and Human Trafficking Supplier shall ensure that all work is voluntary. Supplier shall not traffic
persons or use any form of slave, forced, bonded, indentured, or prison labor. Involuntary labor includes the transportation,
harboring, recruitment, transfer, receipt, or employment of persons by means of threat, force, coercion, abduction, fraud, or
payments to any person having control over another person for the purpose of exploitation. Supplier shall not withhold workers’...
COC Examples cont...
...original government-issued identification and travel documents. Supplier shall ensure that workers’ contracts clearly convey
the conditions of employment in a language understood by the workers. Supplier shall not impose unreasonable restrictions on
movement within the workplace or upon entering or exiting company-provided facilities. Workers shall not be required to pay
employers’ or their agents’ recruitment fees or other similar fees to obtain their employment. If such fees are found to have
been paid by workers, such fees shall be repaid to the worker. Supplier shall ensure that the third-party recruitment agencies it
uses are compliant with the provisions of this Code and the law.
Prevention of Underage Labor Supplier shall employ only workers who are at least 15 years of age, the applicable minimum
legal age for employment, or the applicable age for completion of compulsory education, whichever is highest. Supplier may
provide legitimate workplace apprenticeship programs for educational benefit that are consistent with Article 6 of ILO Minimum
Age Convention No. 138 or light work consistent with Article 7 of ILO Minimum Age Convention No. 138.
Juvenile Worker Protections Supplier may employ juveniles who are older than the applicable legal minimum age but are
younger than 18 years of age, provided they do not perform work that might jeopardize their health, safety, or morals,
consistent with ILO Minimum Age Convention No. 138. Supplier shall not require juvenile workers to work overtime or perform
nighttime work. Student Worker Protections Supplier shall ensure proper management of student workers through proper
maintenance of student records, rigorous due diligence of educational partners, and protection of students’ rights in
accordance with applicable law and regulations. Supplier shall provide appropriate support and training to all student workers.
Also known as “belonging” or “love” based needs, the third stage in Maslow’s pyramid fulfills interpersonal
needs and feelings of belongingness. Humans need to feel accepted in society in order to function. “These
needs can be satisfied in the organization through the establishment of social relationships with coworkers and
Apple knows that new ideas come from diverse perspectives. Because of this, they have hired people of all
backgrounds to help create innovative ideas for the company.
Apple’s Diversity Network Associations (DNAs) are groups where employees can make connections that create
feelings of belonging and build trust. Here are some of those groups:
African American Employee Association
Apple Indian Association
Maslow states that all humans need to have self-esteem and self-respect. Humans
yearn to be accepted and liked by others. The activities people engage in in a
profession or hobby give the person a sense of contribution or value and overall, they
hope to gain recognition. External esteem (recognition from others) and internal
esteem (sense of accomplishment) can both be achieved. “In the organizational
context, external esteem needs can be met by compensation and reward structures.
Internal esteem needs can be met by the provision of challenging jobs that provide
employees with the opportunity to achieve and excel.”
Annually, Apple gives its retail employees a holiday gift. It has become a tradition,
and employees have been given shirts with the company’s logo, urBeat
headphones, incase backpacks, sports bottles, blankets, and 9-month free
subscriptions to Apple Music
In this final stage, which is a self-fulfillment need, is described as : “become more and
more what one is, to become everything that one is capable of becoming” In this stage,
one realizes their full potential and desires to become the closest to the person they’re
destined to be. This form varies depending on the person. “An organization can
facilitate the satisfaction of this need through the provision of jobs that allow an
individual to exercise responsibility and creativity in the workplace”.(p 41)
Apple employees reach their full potential on their own time, as they are given
assignments, and split up into different groups which have a specific topic. Each
employee does their own research according to the topic, and gets feedback from
their team. Accepting challenges in the workplace exposes employees to new
ideas, processes, and experience that will overall help them find their potential.
1. How can Apple Inc. create more DNA groups for more specific
populations of employees, so that they will be able to realize their
2. Are there any limitations to the innovative ideas of employees, or
are there loose guidelines by which one can think by?
3. In 20 years, will Apple still be making provisions on their employee
4. Will Apple’s campus become more open to the public in 10 years?
15? 20+? If so, what information would they release to the public?
Reviews from glassdoor.com
Apple Code of Conduct (Version 4.3; Jan 2017)
Rowland, Christine. "Apple's Vision Statement & Mission Statement." Panmore Institute. Panmore Institute, 29 Jan. 2017. Web. 08
Edwards, Jim. "What Apple Employees Say About The Company's Internal Corporate Culture." Business Insider. Business Insider, 09 Oct.
2013. Web. 08 Mar. 2017.
"Apple Watch at Work." Apple. N.p., n.d. Web. 08 Mar. 2017.
Lev-Rom, Michal. "Apple Unveils New Perks to Attract Talent." Fortune. N.p., 2 Oct. 2016. Web.
Campbell, Mikey. "Apple Gives Retail Employees T-shirt, Keepsake Credo for Holidays."AppleInsider. AppleInsider, 16 Dec. 2016. Web. 08